English   Danish

2011/2012  BA-BLC_3GSM  Global Strategic Management

English Title
Global Strategic Management

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Elective
Level Bachelor
Duration One Semester
Course Period Autumn
Time Table Please see course schedule at e-Campus
Study Board
Study Board for BSc og MSc in Business, Language and Culture
Course Coordinator
  • Kai Hockerts - Department of Intercultural Communication and Management
Secretary Henriette Møller Christensen - hmc.stu@cbs.dk
Main Category of the Course
  • Globalization, International Business, markets and studies
  • Management
  • Corporate and Business Strategy

Taught under Open University-Taught under open university.
Last updated on 29 maj 2012
Learning Objectives
The course’s development of personal competences:
The course puts students in into the position of managers having to select corporate and business-level strategies in a globalized context. They will learn to apply basic manage¬ment theories to strategizing in global multinational companies (MNCs).

At the end of the course students should be able to
a. Discuss the differences between I/O View, Resource-based View, and Dynamic Capabilities within the context of globalization.
b. Explain how these strategic perspectives link to a firm’s profitable growth.
c. Define which variables impact a firm’s business in the global market place
d. Specify the strengths and weaknesses of alternative theoretical frameworks explaining the distinctive challenges that managing a multinational enterprise pose.
e. Apply these theories to the analysis of global business competition in a wide range of case studies.
A basic understanding of organizational behavior and corporate strategy is an advantage, but not a precondition for participation.
Global Strategic Management :
Assessment Written Exam
Marking Scale 7-step scale
Censorship Internal examiners
Exam Period December/January
Aids Open Book, Written and Electronic Aid is permitted
Duration 4 Hours
Course Content

The purpose of the course is to develop an understanding of business strategies in a global context. The class will start from the notion of competitive advantage (I/O View, Resource-Based View, Dynamic Capabilities) and will discuss how firms select their strategies in a global context. It will go on to explore how globalization strategies are implemented in different industries. The second part of the course will discuss the role of front line managers, the rationale for global alliances, and the international differences in corporate governance.

Teaching Methods
lectures and class room discussion

Main Text Book used:

· The Management of Strategy: Concepts, by R.Duane Ireland, Robert E. Hoskisson, Michael A Hitt, South-Western (available via CBS Bookshop).

Other articles used:

· Porter, Michael. 1986. Changing Patterns of International Competition. California Management Review, 28(2).

· Barney, Jay B. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99-121.

· Dierickx, Ingmar, & Cool, Karel O. 1989. Asset Stock Accumulation and Sustainability of Competitive Advantage. Management Science, 25(12): 1504-1512.

· Teece, David J., & Pisano, Gary. 1994. The Dynamic Capabilities of Firms: an Introduction. Industrial & Corporate Change, 3(3): 537-557.

· Eisenhardt, Kathleen M., & Martin, Jeffrey A. 2000. Dynamic Capabilities: What are they? Strategic Management Journal, 21(10/11): 1105-1122.

· Kim, W. Chan, & Mauborgne, Renee A. 1993. Making Global Strategies Work. Sloan Management Review, 34(3): 11-27.

· Das, Gurcharan. 1993. Local memoirs of a global manager. Harvard Business Review, 71(2): 38-47.

· Maljers, Floris A. 1992. Inside Unilever: The Evolving Transnational Company. Harvard Business Review, 70(5): 46-52